value in jobs is probably the most rewarding >>things I've ever been involved >>in And I bring that energy to the queue because the cube is where all the ideas are and where the experts are, where the people are And I think what's most exciting about the cube is that we get to talk to people who are making things happen, entrepreneurs ceo of companies, venture capitalists, people who are really on a day in and day out basis, building great companies and the technology business is just not a lot of real time live tv coverage and and the cube is a non linear tv operation. We do everything that the T. V guys on cable don't do. We do longer interviews. We asked tougher questions. We >>ask sometimes some light questions. We talked about the person and what >>they feel about it's not prompted and scripted. It's a conversation authentic and for shows that have the cube coverage and makes the show buzz that creates excitement. More importantly, it creates great content, great digital assets that can be shared instantaneously to the world. Over 31 million people have viewed the cube and that is the result of great content, great conversations and I'm so proud to be part of a Q with great team. Hi, I'm john barrier, Thanks for watching the cube boy. >>Okay, welcome back everyone cube coverage of AWS amazon web services public sector summit in person here in Washington D. C. I'm john Kerry host of the cube with Sandy carter and Lynn martin Vm ware Vice president of government education and healthcare. Great to see you both cube alumni's although she's been on since 2014 your first time in 2018 18 2018. Great to see you. Great to see you. Thanks for coming on. Yeah, thanks for having us. So VM ware and 80 of us have a huge partnership. We've covered that announcement when Andy and Pat nelson was the Ceo. Then a lots happened, a lot of growth. A lot of success. Congratulations. Thank you. What's the big news with AWS this year in >>public sector. So we just received our authorization to operate for Fed ramp high. Um and we actually have a lot of joint roadmap planning. You are kicking off our job today with the Department of Defense and I. L five for the defense customers is also in process. So um a lot of fruits of a long time of labor. So very excited, >>awesome. So explain what does the Fed ramp authority to operate mean? What is >>that all about? So I would say in a nutshell, it's really putting a commercial offering through the security protocols to support the federal government needs. Um and there's different layers of that depending on the end user customers. So Fed ramp i across this, across all the civilian and non classified workloads in the federal government. Um probably applicability for state, local government as well with the new state Gramp focus. Um Fed ramp. I will meet or exceed that. So it will be applicable across the other parts of the government as well and all operated, you know, in a controlled environment jointly. So you get the VM ware software stack on top of the platform from A W. S and all the services that is more VM >>ware, faster deployed usage, faster acceleration. >>Yeah, so I would say um today the government operates on VM ware across all of the government, state, local and federal, um some workloads are still on prem many and this will really accelerate that transformation journey to the cloud and be able to move workloads quicker onto the BMC on AWS platform without free architect in your >>application, without giving away any kind of VM World Secret because that's next week. What is the value proposition of VM ware cloud, on AWS? What is the, what is the, what is the main value proposition you guys see in the public >>sector? So I see three and then Sandy chime in their two, I would say, you know, the costs in general to operate In the Cloud vs on prem or significant savings, we've seen savings over 300% on some customers. Um the speed on the application movement I think is a >>huge >>unique benefit on BMC on AWS. So traditionally to move to native cloud, you have to really do a lot of application were to be able to move those workloads where on BMC on AWS to move them pretty fast. And it also leverages the investments that the government agencies have already made in their operational tools and things of that nature. So it's not like a full reinvestment for something new but really leveraging both the skill sets in the data center in the I. T. Shops and the tools and investments you've bought over the past. And then the third area I would say is really getting the agility and flexibility and speed of a cloud experience. >>What's your, what's your reaction to the partnership? >>You know, we were just talking uh in a survey to our customers and 67% of them said that the velocity of the migration really matters to them. And one of the things that we do really well together is migrate very quickly, so we have workloads that we've migrated that have taken you know weeks months uh as opposed to years as they go over, which is really powerful. And then also tomorrow VM ware is with us in a session on data led migration. We were talking about data earlier and VM ware cloud on Aws also helps to migrate over like sequel server, database oracle databases so that we can also leverage that data now on the cloud to make better decisions and >>real time decisions as >>well. It's been really interesting to watch the partnership and watching VM ware transform as well, not only the migrations are in play with the public sector, there's a lot of them, believe me, healthcare, you name every area. It's all, all those old systems are out there. You know, I'm talking about out there. But now with microservices and containers, you've got tansy and you got the whole cloud, native VM ware stack emerging that's going to allow customers to re factor This is a dynamic that is kind of under reported >>Migration is one thing. But I think, I think that the whole Tan Xue portfolio is one of the most interesting things going on in VM ware. And we also have some integration going on on D. M. C on AWS with tan to we don't have that pentagram. Yeah. For the government market, but it's on the road mapping plans and we have other customers And I would say, you know, some of my non federal government customers were able to move workloads in hours, not even days or weeks. There you go, literally back and forth. And very impressive on the BMC on AWS platform. So, um, as we expand things in with the Tan Xue platform is, you know, Sandy talked about this yesterday and our partners summit, Everyone's talking about containers and things like that. VM ware is doing a lot of investment around the cooper Netease plus the application migration work and things of that nature. >>I'd love to get you guys reaction to this comment because I've seen a lot of change. Obviously we're all seeing it. I've actually interviewed a bunch of aWS and VM ware customers and I would call um some of the categories skeptics the old school cloud holding the line. And then when the pandemic hit those skeptics flip over because they see the value. In fact I actually interviewed a skeptic who became an award winner who went on the record and said I love hey w I love the cloud. I was a skeptic because you saw the value the time to value. This is really a key dynamic. I know it's kind of thrown out a lot of digital transformation or I. T. Modernization but the agility and that kind of speed. It becomes the number one thing. What's your reaction to the skeptics converting? And then what happens >>next? Um So I think there's still a lot of folks in I. T. That our tree huggers or I call him several huggers uh um pick your term. And I think that um there is some concern about what their role will be. So I think one of the differences delivering cloud services to your internal constituents is really understand the business value of the applications and what that delivers from a mission perspective back to your client. And that's a shift for data center owners to really start thinking more from the customer mission perspective than or my servers running you know, do you have enough storage capacity blah blah blah. So I think that creates that skepticism and part of that's around what's my role going to be. So in the cloud transformation of a customer, there's all this old people part that becomes really the catalyst and I think the customers that have been very sad and really leverage that and then retool the business value back to the end users around the mission have done the best job. >>I mean we talk about this all the time, it's really hard to get the best debris partners together and then make it all work cloud, it becomes easier than doing it very bespoke or waterfall way >>Yeah, I have to say with the announcement yesterday, we're going to have a lot more partner with partners. So you and I have talked about this a few times where we bring partners together to work with each other. In fact, Lynn is going to go meet with one of those partners right after the interview um that want to really focus in on a couple of particular areas to really drive this and I think, you know, part of the, you know, as your re factoring or migrating VMro over the other big benefit is skills, people have really strong, these fear skills, the sand skills, >>operation >>operation tools Yeah. And so they want to preserve those, I think that's part of the beauty of doing VM ware cloud on Aws is you get to take those skills with you into the new world as well, >>you know, I was going to just ask the next question ai ops or day two operations, a big buzzword Yeah and that is essentially operation mindset, that devoPS DEVOps two is coming. Emily Freeman gave a keynote with our last event we had with with amazon public showcase revolution and devops devoPS 2.0 is coming which is now faster, security is built in the front end, so all these things are happening so now it's coming into the public sector with the GovCloud. So I have to ask you Lynn what are some of the big successes you've had with on the gulf cloudy, just Govcloud. >>So I would say we've had a lot of customers across the state local side especially um that weren't waiting for fed ramp and those customers were able to move like I mentioned this earlier and you guys just touched on it. So I think the benefit and the benefit, one of our best customers is Emmett Right? Absolutely mitt, God bless them. They've been on every cloud journey with VM ware since 2014 we moved in my three years now and talk about a skeptic. So although Mark is very revolutionary and tries new things, he was like oh who knows and literally when we moved those workloads it was minutes and the I. T shop day one there was no transformation work for them, it was literally using all the tools and things in that environment. So the progress of that and the growth of the applications that have been able to move their things. That took 2 to 3 years before we're all done within six months and really being able to expand those business values back out for the services that he delivers to the customers. So I think you'll see quite a bit across state, local federal government. You know, we have U. S. Marshals, thank them very much. They were our sponsor that we've been working with the last few years. We have a defense customer working with us around aisle five. >>Um you know, if we could also thank Coal Fire because Cold Fire is one of our joint partners talking about partner partners and they were played a critical role in helping BM We're cloud on AWS and get the fed ramp high certifications. >>They were R three p. O. We hired them for their exercise expertise with AWS as well as helping the BMR. >>Well the partnership with the war has been a really big success. Remember the naysayers when that was announced? Um it really has worked out well for you guys. Um I do want to ask you one more thing and we don't mind. Um One of the biggest challenges that you see the blockers or challenges from agencies moving to the cloud cover cloud because you know, people are always trying to get those blockers out of the way but it's an organizational culture is a process technology. What's your what's your take on that land. Um >>I think a lot does have to do with the people and the organizational history. I think somewhere you need a leader and a champion that really wants to change for good. I call Pat, used to call a tech for good. I love that. Right to really, you know, get things moving for the customers. I mean one of the things I'm most proud about supporting the government business in general though is really the focus on the mission is unparalleled, you know, in the sectors we support, you say, education or government or healthcare. Right? All three of those sectors, there's never any doubt on what that focuses. So I think the positives of it are like, how do you get into that change around that? And that could be systems, there's less what's VMC ON AWS as we mentioned, because the tools already in the environment so they know how to use it. But I do think there's a transformation on the data center teams and really becoming moving from technology to the business aspects a little bit more around the missions and things of that. >>What's interesting is that it's so, I mean, I actually love this environment even though it's kind of hard on everyone. Education and health care have been disrupted unprecedented ways and it's never gonna change back? Remember healthcare, hip data silos, silos, education don't spend on it. >>That education was the most remarkable part. Unbelievable. I started working in february before school started with one of the large cities everyone can guess and just the way they were able to pivot so fast was amazing and I don't think anybody, I think we did like five years of transformation in six months and it's never going to go back. >>I completely a great yes education. We just did a piece of work with CTS around the world and education is one of the most disrupted as you said health care and then the third one is government and all three of those are public sector. So the three most disruptive sectors or mission areas are in public sector which has created a lot of opportunity for us and our partnership to add value. I mean that's what we're all about right customer obsession working backwards from the customer and making sure that our partnership continues to add value to those customers >>while we love the tech action on the cube. Obviously we'd like to document and pontificate and talk about it. Digital revolution. Every application now is in play globally. Not just for I. T. But for society, public sector more than ever is the hottest area on the planet. >>Absolutely. And I would say that now our customers are looking at E. S. G. Environmental, they want to know what you're doing on sustainability. They want to know what you're doing for society. We just had a bid that came in and they wanted to understand our diversity plan and then open governance. They're looking for that openness. They're not just artificial intelligence but looking at explainable AI as well. So I think that we have a chance to impact environment societies and governance >>and you mentioned space earlier. Another way I talked with closure. I mean I'm an interview today too, but what's happening with space and what you can monitor disasters, understand how to deploy resources to areas that might have challenges, earthquakes or fires or other things. All new things are happening. >>Absolutely. And all that data people like to say, why are you spending money on space? There's so many problems here, but that data that comes from space is going to impact us here on earth. And so all the things that we're doing, all that data could be used with VM ware cloud on AWS as well. >>Well, you watch closely we got some space coverage coming. I got a big scoop. I'm gonna release soon about something behind the dark side of the moon on in terms of space sovereignty coming a lot of action, cybersecurity in space. That's really heavy right now. But >>aren't you glad that VMC cloud on AWS isn't hidden on the dark side of the moon. It's >>right on the congratulations. Thanks for coming on. You guys are doing great. Thanks for >>thanks for sharing. Congratulations. >>Okay, cube coverage here continues. AWS public sector summit in Washington D. C live for two days of coverage be right back. Thank you. Mhm. Mhm mm mm hmm.

>>welcome back. And thanks for joining us for our second session. External data, your new leading indicators. We'll be hearing from industry leaders as they share best practices and challenges in leveraging external data. This panel will be a true conversation on the part of the possible. All right, let's get to >>it >>today. We're excited to be joined by thought spots. Chief Data Strategy Officer Cindy Housing Deloitte's chief data officer Manteo, the founder and CEO of Eagle Alfa. And it Kilduff and Snowflakes, VP of data marketplace and customer product strategy. Matt Glickman. Cindy. Without further ado, the floor is yours. >>Thank you, Mallory. And I am thrilled to have this brilliant team joining us from around the world. And they really bring each a very unique perspective. So I'm going to start from further away. Emmett, Welcome. Where you joining us from? >>Thanks for having us, Cindy. I'm joining from Dublin, Ireland, >>great. And and tell us a little bit about Eagle Alfa. What do you dio >>from a company's perspective? Think of Eagle Alfa as an aggregator off all the external data sets on a word I'll use a few times. Today is a big advantage we could bring companies is we have a data concierge service. There's so much data we can help identify the right data sets depending on the specific needs of the company. >>Yeah. And so, Emma, you know, people think I was a little I kind of shocked the industry. Going from gardener to a tech startup. Um, you have had a brave journey as well, Going from financial services to starting this company, really pioneering it with I think the most data sets of any of thes is that right? >>Yes, it was. It was a big jump to go from Morgan Stanley. Uh, leave the comforts of that environment Thio, PowerPoint deck and myself raising funding eight years ago s So it was a big jump on. We were very early in our market. It's in the last few years where there's been real momentum and adoption by various types of verticals. The hedge funds were first, maybe then private equity, but corporate sar are following quite quickly from behind. That will be the biggest users, in our view, by by a significant distance. >>Yeah, great. Thank um, it So we're going to go a little farther a field now, but back to the U. S. So, Juan, where you joining us from? >>Hey, Cindy. Thanks for having me. I'm joining you from Houston, Texas. >>Great. Used to be my home. Yeah, probably see Rice University back there. And you have a distinct perspective serving both Deloitte customers externally, but also internally. Can you tell us about that? >>Yeah, absolutely. So I serve as the Lord consultants, chief data officer, and as a professional service firm, I have the responsibility for overseeing our overall data agenda, which includes both the way we use data and insights to run and operate our own business, but also in how we develop data and insights services that we then take to market and how we serve our dealers and clients. >>Great. Thank you, Juan. And last but not least, Matt Glickman. Kind of in my own backyard in New York. Right, Matt? >>Correct. Joining I haven't been into the city and many months, but yes, um, based in New York. >>Okay. Great. And so, Matt, you and Emmett also, you know, brave pioneers in this space, and I'm remembering a conversation you and I shared when you were still a J. P. Morgan, I believe. And you're Goldman Sachs. Sorry. Sorry. Goldman. Can you Can you share that with us? >>Sure. I made the move back in 2015. Um, when everyone thought, you know, my wife, my wife included that I was crazy. I don't know if I would call it Comfortable was emitted, but particularly had been there for a long time on git suffered in some ways. A lot of the pains we're talking about today, given the number of data, says that the amount of of new data sets that are always demand for having run analytics teams at Goldman, seeing the pain and realizing that this pain was not unique to Goldman Sachs, it was being replicated everywhere across the industry, um, in a mind boggling way and and the fortuitous, um, luck to have one of snowflakes. Founders come to pitch snowflake to Goldman a little bit early. Um, they became a customer later, but a little bit early in 2014. And, you know, I realized that this was clearly, you know, the answer from first principles on bond. If I ever was going to leave, this was a problem. I was acutely aware of. And I also was aware of how much the man that was in financial services for a better solution and how the cloud could really solve this problem in particular the ability to not have to move data in and out of these organizations. And this was something that I saw the future of. Thank you, Andi, that this was, you know, sort of the pain that people just expected to pay. Um, this price if you need a data, there was method you had thio. You had to use you either ftp data in and out. You had data that was being, you know, dropped off and, you know, maybe in in in a new ways and cloud buckets or a P i s You have to suck all this data down and reconstruct it. And God forbid the formats change. It was, you know, a nightmare. And then having issues with data, you had a what you were seeing internally. You look nothing like what the data vendors were seeing because they want a completely different system, maybe model completely differently. Um, but this was just the way things were. Everyone had firewalls. Everyone had their own data centers. There was no other way on git was super costly. And you know this. I won't even share the the details of you know, the errors that would occur in the pain that would come from that, Um what I realized it was confirmed. What I saw it snowflake at the time was once everyone moves to run their actual workloads in this in the cloud right where you're now beyond your firewall, you'll have all this scale. But on top of that, you'll be able to point at data from these vendors were not there the traditional data vendors. Or, you know, this new wave of alternative data vendors, for example, like the ones that eagle out for brings together And bring these all these data sets together with your own internal data without moving it. Yeah, this was a fundamental shift of what you know, it's in some ways, it was a side effect of everyone moving to the cloud for costs and scale and elasticity. But as a side effect of that is what we talked about, You know it snowflake summit, you know, yesterday was this notion of a data cloud that would connect data between regions between cloud vendors between customers in a way where you could now reference data. Just like your reference websites today, I don't download CNN dot com. I point at it, and it points me to something else. I'm always seeing the latest version, obviously, and we can, you know, all collaborate on what I'm seeing on that website. That's the same thing that now can happen with data. So And I saw this as what was possible, and I distinctly asked the question, you know, the CEO of the time Is this possible? And not only was it possible it was a fundamental construct that was built into the way that snowflake was delivered. And then, lastly, this is what we learned. And I think this is what you know. M It also has been touting is that it's all great if data is out there and even if you lower that bar of access where data doesn't have to move, how do I know? Right? If I'm back to sitting at Goldman Sachs, how do I know what data is available to me now in this this you know, connected data network eso we released our data marketplace, which was a very different kind of marketplace than these of the past. Where for us, it was really like a global catalog that would elect a consumer data consumer. Noah data was available, but also level the playing field. Now we're now, you know, Eagle, Alfa, or even, you know, a new alternative data vendor build something in their in their basement can now publish that data set so that the world could see and consume and be aligned to, you know, snowflakes, core business, and not where we wouldn't have to be competing or having to take, um, any kind of custody of that data. So adding that catalog to this now ubiquitous access, um really changed the game and, you know, and then now I seem like a genius for making this move. But back then, like I said, we've seen I seem like instant. I was insane. >>Well, given, given that snowflake was the hottest aipo like ever, you were a genius. Uh, doing this, you know, six years in advance. E think we all agree on that, But, you know, a lot of this is still visionary. Um, you know, some of the most leading companies are already doing this. But one What? What is your take our Are you best in class customers still moving the data? Or is this like they're at least thinking about data monetization? What are you seeing from your perspective? >>Yeah, I mean, I did you know, the overall appreciation and understanding of you know, one. I got to get my house in order around my data, um, has something that has been, you know, understood and acted upon. Andi, I do agree that there is a shift now that says, you know, data silos alone aren't necessarily gonna bring me, you know, new and unique insights on dso enriching that with external third party data is absolutely, you know, sort of the the ship that we're seeing our customers undergo. Um, what I find extremely interesting in this space and what some of the most mature clients are doing is, you know, really taking advantage of these data marketplaces. But building data partnerships right there from what mutually exclusive, where there is a win win scenario for for you know, that organization and that could be, you know, retail customers or life science customers like with pandemic, right the way we saw companies that weren't naturally sharing information are now building these data partnership right that are going are going into mutually benefit, you know, all organizations that are sort of part of that value to Andi. I think that's the sort of really important criteria. And how we're seeing our clients that are extremely successful at this is that partnership has benefits on both sides of that equation, right? Both the data provider and then the consumer of that. And there has to be, you know, some way to ensure that both parties are are are learning right, gaining you insights to support, you know, whatever their business organization going on. >>Yeah, great one. So those data partnerships getting across the full value chain of sharing data and analytics Emmett, you work on both sides of the equation here, helping companies. Let's say let's say data providers maybe, like, you know, cast with human mobility monetize that. But then also people that are new to it. Where you seeing the top use cases? Well, >>interestingly, I agree with one of the supply side. One of the interesting trends is we're seeing a lot more data coming from large Corporates. Whether they're listed are private equity backed, as opposed to maybe data startups that are earning money just through data monetization. I think that's a great trend. I think that means a lot of the best. Data said it data is yet to come, um, in terms off the tough economy and how that's changed. I think the category that's had the most momentum and your references is Geo location data. It's that was the category at our conference in December 2000 and 12 that was pipped as the category to watch in 2019. On it didn't become that at all. Um, there were some regulatory concerns for certain types of geo data, but with with covert 19, it's Bean absolutely critical for governments, ministries of finance, central banks, municipalities, Thio crunch that data to understand what's happening in a real time basis. But from a company perspective, it's obviously critical as well. In terms of planning when customers might be back in the High Street on DSO, fourth traditionally consumer transaction data of all the 26 categories in our taxonomy has been the most popular. But Geo is definitely catching up your slide. Talked about being a tough economy. Just one point to contradict that for certain pockets of our clients, e commerce companies are having a field day, obviously, on they are very data driven and tech literate on day are they are really good client base for us because they're incredibly hungry, firm or data to help drive various, uh, decision making. >>Yeah, So fair enough. Some sectors of the economy e commerce, electron, ICS, healthcare are doing great. Others travel, hospitality, Um, super challenging. So I like your quote. The best is yet to come, >>but >>that's data sets is yet to come. And I do think the cloud is enabling that because we could get rid of some of the messy manual data flows that Matt you talked about, but nonetheless, Still, one of the hardest things is the data map. Things combining internal and external >>when >>you might not even have good master data. Common keys on your internal data. So any advice for this? Anyone who wants to take that? >>Sure I can. I can I can start. That's okay. I do think you know, one of the first problems is just a cataloging of the information that's out there. Um, you know, at least within our organization. When I took on this role, we were, you know, a large buyer of third party data. But our organization as a whole didn't necessarily have full visibility into what was being bought and for what purpose. And so having a catalog that helps us internally navigate what data we have and how we're gonna use it was sort of step number one. Um, so I think that's absolutely important. Um, I would say if we could go from having that catalog, you know, created manually to more automated to me, that's sort of the next step in our evolution, because everyone is saying right, the ongoing, uh, you know, creation of new external data sets. It's only going to get richer on DSO. We wanna be able to take advantage of that, you know, at the at the pacing speed, that data is being created. So going from Emanuel catalog to anonymous >>data >>catalog, I think, is a key capability for us. But then you know, to your second point, Cindy is how doe I then connect that to our own internal data to drive greater greater insights and how we run our business or how we serve our customers. Andi, that one you know really is a It's a tricky is a tricky, uh, question because I think it just depends on what data we're looking toe leverage. You know, we have this concept just around. Not not all data is created equal. And when you think about governance and you think about the management of your master data, your internal nomenclature on how you define and run your business, you know that that entire ecosystem begins to get extremely massive and it gets very broad and very deep on DSO for us. You know, government and master data management is absolutely important. But we took a very sort of prioritized approach on which domains do we really need to get right that drive the greatest results for our organization on dso mapping those domains like client data or employee data to these external third party data sources across this catalog was really the the unlocked for us versus trying to create this, you know, massive connection between all the external data that we're, uh, leveraging as well as all of our own internal data eso for us. I think it was very. It was a very tailored, prioritized approach to connecting internal data to external data based on the domains that matter most to our business. >>So if the domains so customer important domain and maybe that's looking at things, um, you know, whether it's social media data or customer transactions, you prioritized first by that, Is that right? >>That's correct. That's correct. >>And so, then, Matt, I'm going to throw it back to you because snowflake is in a unique position. You actually get to see what are the most popular data sets is is that playing out what one described are you seeing that play out? >>I I'd say Watch this space. Like like you said. I mean this. We've you know, I think we start with the data club. We solve that that movement problem, which I think was really the barrier that you tended to not even have a chance to focus on this mapping problem. Um, this notion of concordance, I think this is where I see the big next momentum in this space is going to be a flurry of traditional and new startups who deliver this concordance or knowledge graph as a service where this is no longer a problem that I have to solve internal to my organization. The notion of mastering which is again when everyone has to do in every organization like they used to have to do with moving data into the organization goes away. And this becomes like, I find the best of breed for the different scopes of data that I have. And it's delivered to me as a, you know, as a cloud service that just takes my data. My internal data maps it to these 2nd and 3rd party data sets. Um, all delivered to me, you know, a service. >>Yeah, well, that would be brilliant concordance as a service or or clean clean master data as a service. Um, using augmented data prep would be brilliant. So let's hope we get there. Um, you know, so 2020 has been a wild ride for everyone. If I could ask each of you imagine what is the art of the possible or looking ahead to the next to your and that you are you already mentioned the best is yet to come. Can you want to drill down on that. What what part of the best is yet to come or what is your already two possible? >>Just just a brief comment on mapping. Just this week we published a white paper on mapping, which is available for for anyone on eagle alfa dot com. It's It's a massive challenge. It's very difficult to solve. Just with technology Onda people have tried to solve it and get a certain level of accuracy, but can't get to 100% which which, which, which makes it difficult to solve it. If if if there is a new service coming out against 100% I'm all ears and that there will be a massive step forward for the entire data industry, even if it comes in a few years time, let alone next year, I think going back to the comment on data Cindy. Yes, I think boards of companies are Mawr and Mawr. Viewing data as an asset as opposed to an expense are a cost center on bond. They are looking therefore to get their internal house in order, as one was saying, but also monetize the data they are sitting on lots of companies. They're sitting on potentially valuable data. It's not all valuable on a lot of cases. They think it's worth a lot more than it is being frank. But in some cases there is valuable data on bond. If monetized, it can drop to the bottom line on. So I think that bodes well right across the world. A lot of the best date is yet to come on. I think a lot of firms like Deloitte are very well positioned to help drive that adoption because they are the trusted advisor to a lot of these Corporates. Um, so that's one thing. I think, from a company perspective. It's still we're still at the first base. It's quite frustrating how slow a lot of companies are to move and adopt, and some of them are haven't hired CDO. Some of them don't have their internal house in order. I think that has to change next year. I think if we have this conference at this time next year, I would expect that would hopefully be close to the tipping point for Corporates to use external data. And the Malcolm Gladwell tipping point on the final point I make is I think, that will hopefully start to see multi department use as opposed to silos again. Parliaments and silos, hopefully will be more coordinated on the company's side. Data could be used by marketing by sales by r and D by strategy by finance holds external data. So it really, hopefully will be coordinated by this time next year. >>Yeah, Thank you. So, to your point, there recently was an article to about one of the airlines that their data actually has more value than the company itself now. So I know, I know. We're counting on, you know, integrators trusted advisers like Deloitte to help us get there. Uh, one what? What do you think? And if I can also drill down, you know, financial services was early toe all of this because they needed the early signals. And and we talk about, you know, is is external data now more valuable than internal? Because we need those early signals in just such a different economy. >>Yeah, I think you know, for me, it's it's the seamless integration of all these external data sources and and the signals that organizations need and how to bring those into, you know, the day to day operations of your organization, right? So how do you bring those into, You know, you're planning process. How do you bring that into your sales process on DSO? I think for me success or or where I see the that the use and adoption of this is it's got to get down to that level off of operations for organizations. For this to continue to move at the pace and deliver the value that you know, we're all describing. I think we're going to get there. But I think until organizations truly get down to that level of operations and how they're using this data, it'll sort of seem like a Bolton, right? So for me, I think it's all about Mawr, the seamless integration. And I think to what Matt mentioned just around services that could help connect external data with internal data. I'll take that one step beyond and say, How can we have the data connect itself? Eso I had references Thio, you know, automation and machine learning. Um, there's significant advances in terms of how we're seeing, you know, mapping to occur in a auto generated fashion. I think this specific space and again the connection between external and internal data is a prime example of where we need to disrupt that, you know, sort of traditional data pipeline on. Try to automate that as much as possible. And let's have the data, you know, connect itself because it then sort of supports. You know, the first concept which waas How do we make it more seamless and integrated into, you know, the business processes of the organization's >>Yeah, great ones. So you two are thinking those automated, more intelligent data pipelines will get us there faster. Matt, you already gave us one. Great, Uh, look ahead, Any more to add to >>it, I'll give you I'll give you two more. One is a bit controversial, but I'll throw that you anyway, um, going back to the point that one made about data partnerships What you were saying Cindy about, you know, the value. These companies, you know, tends to be somehow sometimes more about the data they have than the actual service they provide. I predict you're going to see a wave of mergers and acquisitions. Um, that it's solely about locking down access to data as opposed to having data open up. Um to the broader, you know, economy, if I can, whether that be a retailer or, you know, insurance company was thes prime data assets. Um, you know, they could try to monetize that themselves, But if someone could acquire them and get exclusive access that data, I think that's going to be a wave of, um, in a that is gonna be like, Well, we bought this for this amount of money because of their data assets s. So I think that's gonna be a big wave. And it'll be maybe under the guise of data partnerships. But it really be about, you know, get locking down exclusive access to valuable data as opposed to trying toe monetize it itself number one. And then lastly, you know. Now, did you have this kind of ubiquity of data in this interconnected data network? Well, we're starting to see, and I think going to see a big wave of is hyper personalization of applications where instead of having the application have the data itself Have me Matt at Snowflake. Bring my data graph to applications. Right? This decoupling of we always talk about how you get data out of these applications. It's sort of the reverse was saying Now I want to bring all of my data access that I have 1st, 2nd and 3rd party into my application. Instead of having to think about getting all the data out of these applications, I think about it how when you you know, using a workout app in the consumer space, right? I can connect my Spotify or connect my apple music into that app to personalize the experience and bring my music list to that. Imagine if I could do that, you know, in a in a CRM. Imagine I could do that in a risk management. Imagine I could do that in a marketing app where I can bring my entire data graph with me and personalize that experience for, you know, for given what I have. And I think again, you know, partners like thoughts. But I think in a unique position to help enable that capability, you know, for this next wave of of applications that really take advantage of this decoupling of data. But having data flow into the app tied to me as opposed to having the APP have to know about my data ahead of time, >>Yeah, yeah, So that is very forward thinking. So I'll end with a prediction and a best practice. I am predicting that the organizations that really leverage external data, new data sources, not just whether or what have you and modernize those data flows will outperform the organizations that don't. And as a best practice to getting there, I the CDOs that own this have at least visibility into everything they're purchasing can save millions of dollars in duplicate spend. So, Thio, get their three key takeaways. Identify the leading indicators and market signals The data you need Thio. Better identify that. Consolidate those purchases and please explore the data sets the range of data sets data providers that we have on the thought spot. Atlas Marketplace Mallory over to you. >>Wow. Thank you. That was incredible. Thank you. To all of our Panelists for being here and sharing that wisdom. We really appreciate it. For those of you at home, stay close by. Our third session is coming right up and we'll be joined by our partner AWS and get to see how you can leverage the full power of your data cloud complete with the demo. Make sure to tune in to see you >>then

>>Hello. I miss Caribbean, the principal Off Lens Open Source project and senior director off Engineering at Mirandes. I'm excited to be here today at launch back 2020 Virtual conference. I will be your guide, helping you to navigate the rough waters off opportunities and containers and show you the way how to take full advantage off this great new technology with help off lens. The Coburn Edie's idea. It's happening all around us. Containers and Coburn ET is everywhere. Every day, hundreds of thousands off people create new clusters. Develop containerized application on they deploy those applications on top of Cuban Edie's. It has become the golden standard for container orchestration. How did we get here? The industry has been very creative and innovative in ways how to burn it is has been marketed with the help off develops movement, empowering individual development teams leveraging 12 factor model on infrastructure. As a code principles, we have created the need for a system that is able to obstruct everything. That's one a single system to rule them all. Cooper needs has become this system. It has become the operating system for cloud. But hey, people say Coburn Ages is difficult and complex. Absolutely many people on organizations are struggling to adopt kubernetes at scale terrorist complexity on complexity on top of complexity. On top off this, you might need to unlearn some of the things you have used to do in the past. Having had chance to speak with hundreds off, Cooper needs users on operators, from beginners to ninja level hackers. I feel Coburn Edie's is not too difficult or complex. People will get this perception on Lee when they are using primitive or were limited tools for job, or if they have failed to address the needs off all different stakeholders. By using proper quality tools and products, we can truly harness the power of communities on radically improved the speed of business To get there. In my mind, we have deserved at least two important stakeholders. First, mhm. We have hopes and idea means who want to use system for centralized kubernetes cluster creation operations and management in a listen take care a lot about underlying infrastructure, security and conformance. The industry has been serving teas people very well. He has an amazing products for this segment. Dr Enterprise Container Cloud. It's a great example off such a product. Secondly, we have developers who are, in fact the consumers off. The clusters provided by the ops and I T at means they are the people who actually access the clusters on daily basis. Take deploy, run, managed, debug, inspect on observed the workloads running on top of communities. The availability and quality off tools and products for this segment has been lacking. See, very luckily, that's not the case anymore. And that's the focus off my talk today to take away. I want you to have from this simple unless we have quality tools and products for both off these important stakeholders, we might not get all the benefits we were looking for. Docker Enterprise Container Cloud. We'll get you on top and when combined with the product, I'm about to talk. Next. We'll take you where you wanna be. I'm so excited about this lens. The Cooper needs I D. I. D stands for integrated development environment. We could call it in the credit operations environment as well, but let's stick with I D for a little bit longer. No, If you would be doing non virtual conference, I would be as asking how many off you have heard or actually tried using less >>before. It's okay, Let's make make it interactive. We can still do it all right. I'm probably I would see something to 20% of people raising their hands. To be honest, I'm amazed how many people have started using lens already. It's been out on Lee for just six months or so. Lens combines all a sense of tools and technologies >>required for streamlining cloud native applicants and development on Day two operations. It's all you need to take control off Coburn. Edie's clusters on workloads running on top, for example, you might have find hard time trying to understand what is really going on in your clusters with lens. You will have complete situational awareness off all your clusters on work clothes, and you will understand what's going on on quickly. Take actions if needed. Lenses designed for developers who need to work with Cooper needs on a daily basis. If you have somebody who is just getting started, lens will lower the barrier of entry because it will let you explore your clusters on workloads very easy. Take action to try out different things on diesel eyes, everything in a way that makes sense on provides full context. If you are very experienced ninja level heavy user, you will get things done fast. In essence, by using lens, you will become more productive on the quality off life is improved a lot lenses. A stand alone desktop application for Mac OS Windows and Linux operating systems. It's free and fully open. Source under Emmett license. If you want to get started, simply download the lens application from Lens website and start adding your clusters. Now you might wonder. How does lend play together with Mirandes >>offering sheep code faster at Mirandes, we want to convert open source innovation in the customer value. We want to be best in the world. At this. We want to increase developer velocity to continuously deliver code faster for public and private clouds. And in order to do that, we want to put capable person in the center. We want to invest in products and technologies that will improve the developer productivity that speed sheep gold faster. To have speed, we got to get right amount off simplicity. Choice on security simplicity does not mean less features. It means amazing usability on developer experience for using complex on feature rich systems Under the hood. Security means invisible security, something that is built into the system from >>beginning on its part of its DNA, something that is automatically applied to the underlying infrastructure and software running on top without need for developers to worry about too much choice. It's include chance. You should be able to choose the parts you want to use, for example, choice of the infrastructure, cloud providers or even host operating system running on your machines. Everything in here comes to life with talker in the price container cloud. Combined with lens, it's the end to end solution for harnessing the power of kubernetes and radically improving the speed of business. >>All right, I hope you got the idea how lens will play together with Mirandes offering on a highly law. Now I'd like to talk more about lens features in detail. Let's kick off with multi cluster management. Unlike multi cluster management systems designed for hopes and ideas, New people peace is the Monte Cluster management from the developers point of view, take a nap. Any number >>of cabernet, these clusters to provide quick and easy way to switch cluster context on access workloads Running on top thes clusters may be the ones provide provided by their hopes and ideas mean people, but they might be clusters running locally, used in some other projects or use for hobby purposes. As an example, the clusters are added simply simply by importing the cube conflict file and selecting the cluster context. Once added, it's fast and easy to switch between clusters. Since the requirement for acting a cluster is just a cube. Conflict file lens works with any any certified Cooper needs distributions where user might have obtained to keep conflict. Five. For example, Documented price Container Cloud. You see T e. K s G. K. A. K s rancher opens it. Minnick YouTube many, many other flavors off uber Nitties They all work straight out off the box. The creating above lens is that you will get one unified I e across all your clusters. >>No matter what's the flavor on. There is absolutely nothing that you need to install in. Cluster is in itself is great because most off the developers we're talking about in here do not have sufficient right to install anything like this in their clusters. Since we're now talking about access control, let's discuss how the role based access control is taken in account with lens. It's all about uber needs built in role based access control. As you know, clusters may be configured to use any supported identity providers, since lens will authenticate uses the Cooper needs with Cuba conflict file Cooper needs are back is automatically enforced. This is also reflected on the user interface user. Will Onley see those resources they are allowed to access? Lens do not need admin level privileges, service accounts or any other solution that would by bus. The Cooper needs are back. Next. We have a smart terminal less has a built in smart terminal. It comes with bundled common line tools such as cube cattle on help. It's different from your native terminal because the smart terminal will always have cube cattle command available on bond. It will automatically >>switch the version off cube cattle to match the currently selected Cooper Needs Cluster a P I. If FBI compatible version is not found, it will be downloaded automatically in the background. In addition to making sure you are always using the right version off cube kuttel the Smart Terminal will automatically assigned the Cube conflict context to match your currently selected co Bernie. This cluster as a summary. When you use lens with building Smart Terminal, you are always using the right version off cube cattle and context. I feel there is still something more I want to share with you. Visualizations lenses Very diesel on There is a lot of detail in the user experience. One of the great features in Lens is that building in the creation with Prometheus to visualize everything. As you might know, people working on the ups and i d at me inside of things have learned to write complex Primedia Square ease. Most likely, they have created beautiful death sport to look at data. Looking at the cluster's from the bird's eye perspective. If you are a developer, you are interested in your own stuff. Bird side perspective might be nice, but it doesn't help you to debug and trouble. Suit your own application. You don't necessarily have access to or want to learn Prometheus to write your own queries on out of context that sports. That is why lens will provide automatically civilization for all supportive resource types including the aggregated Use it, >>David Little person. Or, to be honest, ops on Idea Means to will get all the data they need, always in the right context. The basic metrics include CPU memory on disk with total capacity actual use. It requests on limits. The unrest metrics include bytes sent success, failure on request and response to race. Both statistics also include network bytes sent and received. Persistent pulling. Unclaimed metrics include disk usage and capacity. Wow, that was a lot on. To be honest, we are just barely scratching the surface off the available features. Let's move on and talk about lens from the community on open source project perspective. We'll start with statistic, not because I like statistics in particular, but because this project has some mind blowing stats to share. Let's remind ourselves that lens was made open source just a half a year ago. Since then, over 600,000 downloads over 50,000 users over >>8000 star gazers on get top. The users come from all around the world. It's one off the fastest training open source projects on git hub and definitely in Cuba needs ecosystem. It's the number one e or u I or whatever you wanna call it for Cuban, it is on. If you are not using it yet, you're probably missing out some something great. What's coming on next? We are working hard every day to make lens better. Our focus as a leader in this open source project is to remain vendor Notre Look Ways for collaboration with other vendors in the cloud Native technology ecosystem on focus on making features that directing most value for our users. Against this background, the near future roadmap includes exciting features like extensive a P I. While the building features off, lens might feel great. It's just the beginning. Lens extensive a p I that is going to be a new feature released as part off Lens 4.0, we'll let you at custom visualizations on functionality to support your preferred development. Work flaws. The Extensions AP I will provide options for extensive creators to but directly into the lens You I we are already working with the number off cloud Native technology ecosystem vendors to get their technology is deeply integrated on therefore more accessible true lens, for example, on extension for a container >>image scanning technology vendor, I might add a warning icon next to a port or a deployment where vulnerable image is detected in a decent. This extension might provide more details about this vulnerability when the port or deployment is clicked. This is just a simple example, but I hope you get the idea on Really, this is just beginning. We want to >>bring entire Coburn Edie's ecosystem together in a listen to extensions. A p I. We will work on features to enhance Cooper needs Developer were close, both locally on remote, enable teamwork and naturally improve the usability on fixed box reported by our users. There are so many great things coming. It's impossible to list everything in here. If you are interested, please take a look at the epics listed on our guitar free ball. Once again, if you're not using lens already, you're probably missing out on something great. Download and get started today. For the most amazing entrant experience, check out the Docker Enterprise Container Cloud as well. I wish you all a great time with Coburn. Edie's I'm looking forward to meet you all in person someday. Take care. Bye bye

(funky music) >> Live from Las Vegas, it's theCUBE, covering Informatica World 2019. Brought to you by Informatica. >> Hey, welcome back everyone, this is theCUBE's live coverage here in Las Vegas for Informatica World 2019. I'm John Furrier, your host, with Rebecca Knight who's on the floor getting some data, getting some reports. She's my co-host here this week. Next guest is Bruce Chizen, board member of Informatica, OG, original gangster of the tech scene. Been there, done that. Welcome back to theCUBE, great to see you. >> Yeah, great to see you, John. >> Big alumni. I love having you on because you're kind of, you're a historian through experience, still active in the industry, obviously, Informatica. Four years private. >> Historian, that's scary. >> You've been around the block. You've seen more waves than I have, and that's a lot. But, you know, you've done a lot of things and you've seen the waves. You've run companies, you've been on boards. You've been on Informatica board. Four years private, a lot of great things can go on. Michael Dell proved that. He took Dell Computer, which is now Dell Technologies, he took it private, and I asked him. He wanted to retool and didn't want to do the shot clock of being a public company. Filing, and sour beans and all those regulations, 'cause he knew what was coming, the wave was coming. Informatica did the same thing, so I'm expecting an IPO, or MNA big deal happening. But four years, with great product people, you're on the board. Data, our original conversation four years ago on theCUBE, hasn't changed. >> No. It's the same wave, and now everyone's jumping on the wave. >> The good thing for Informatica is, as a private company, we got to do things that we could not have done as a public company. The level of investment we made in R&D, the transition from perpetual, or on-premise, to subscription. The investment in the sales organization. Couldn't have done that as a public company 'cause the shareholders tend to be too short term focused. >> And also I will add, just to get your reaction to, is that, my observation, looking at these situations when you have smart people, the board, like yourself, and the product team. Which I've been complimentary of Informatica's, as you know. Some other critical analysis, but that's different. But, great product engineering people. When you don't have the pressure of time, you could watch things gestate and when you're early, you have an advantage. Talk about that, because that's a strategic thing, most people aren't talking about, but you an early lead on data. You've had product engineering leadership, and you had time. >> It's not as easy as you make it sound. Keep in mind, Informatica is owned by financial sponsors. Private equity. >> Yeah, there's some pressure. >> CPP. And it's up to people like myself on the board, the other independent board member, the management team, to continue to remind the investors that if we make early investments and they pay off the company will be worth more and they'll ultimately make more money and their partners will make more money. >> I made it sound like you're on the beach drinking wine. >> A great example is what Informatica did with the data catalog. That was an early investment. No one really knew whether it would pan out. Sounded good, but it required a significant investment, that came out of the pockets of our investors and we were able to convince them to do that. Another great example is CLAIRE. You know, AI is hot. Well had we not invested in CLAIRE, three, three and a half years ago, CLAIRE would not be in existence today. Couldn't have done that as a public company. >> And it gives you a little bit of a lead, again, there's just no shot clock on public. But yeah, the private executives, they're not going to let you sit around and hit the beach and clip coupons. You got to work hard. But I got to ask >> The other thing you've seen the company has gone from a great point product company, great products, to really developing a platform, and architecting a platform. Which requires a significant amount of engineering. >> I was going to ask you about that, I'm glad you jumped the gun on that. Platform is the key. Speaking of platforms, I was just at Adobe, a company you're very familiar with, they're rolling out a new platform. Platforms are now back in vogue but it's not the old way. The old way was build a platform, have a competitive advantage, lock in your nested solution in imitability. Now it's platform open, different twist. How is that different? 'Cause you've seen the platform where you got to own it, barest entry, proprietary technology, to platform that's open extensible. >> Yeah, customers have gotten smart. No customer wants to be held hostage to one individual platform. SAP being a great example. Microsoft Windows being another example. They want to make sure that if they choose one platform, they could easily migrate to another. It's one of the reasons why Informatica is in such a sweet spot, because we allow our customers to choose which Cloud infrastructure providers they want to put their workloads on. And they can use multiple Cloud infrastructure. >> I got to ask about the competition now. Not competition but co-opetition, just marketplace in general. Everybody's jumping on the same wave that you guys have been on. You go to YouTube.com/Siliconangle look up Informatica videos I've done here with the team and you four years ago. Look up some of the things we were talking about, not a lot of many people talk about data driven, hardcore analytics, next-gen. These are the kind of topics that in AI machine learning, now everyone's talking about them. What's different about Informatica as the noise level increases around some of these things? Certainly, it's pretty obvious AI is going to be hot. Multi-generational Cloud, multi-generational things can happen. Operations, AI automation. >> Yeah. >> But what's different about Informatica? What should people know about Informatica that might be unique that you can lend some insight into? >> So when I think about the competition, or the co-opetition, I put those competitors in two buckets. There's a whole slew of smaller players that have some really good point products. Fortunately for Informatica, they don't have the scale to compete. And when I say scale to compete, not just on the go to market side, but they can't afford to invest two hundred million dollars a year in research and development building a complete platform. So, even though they're kind of ankle biters and occasionally I feel like the company has to slap them around, and they're annoyances, I don't think they're a big threat. The Cloud infrastructure players, the platform guys, Google, AWS, Azure, will continue to provide data tools that are developed for their stack. They will do some things that will be good enough. The good news is Informatica does great as it relates to enterprise Cloud management. So, if an enterprise really cares about their data, and they really care about having choice in the future, and they don't want to be held hostage to any one platform, Informatica is the only game in town. >> You're one of the best at doing theCUBE. This is our tenth year, and I remember telling some NetApp people because they invested in Cloud early, too, they don't get the credit. This is another example of Informatica invested early on in Cloud. I talked to Emmett and Anil years ago, they were well down that Cloud path. So Johnny-come-lately's going to jump on the Cloud 'cause there's an advantage so props to Informatica. >> And plus it's not Cloud only. Most of the large enterprises are hybrid, they will be hybrid for many years to come. In fact, if you look at workloads today, they majority of the workloads are still on-premise. >> Scales come up a lot. You know my commentary and theCUBE, everyone who watches me knows I like to rap about I was the first to call Amazon the trillion dollar opportunity because of the scale. Scale is the new competitive advantage, I've said that. I've said open is the new lock in. Value is the new lock in is what I said. So now you've got scales. The question is how does a startup compete if scale is table stakes? Is it race for funding? Snowflakes got to three billion dollar evaluation. Are they worth three billion? We're going to analyze that in theCUBE later. But they raise almost a billion dollars in cash. Do you scale up with cash and grow? >> Great technology. It starts out with really great technology. An organization like Snowflake, great technology. Look at Databricks, great technology. So, I look at the great new startups, what makes them great is that they have an innovative technological solution that's hard to replicate. Then they get the funding, and they're able to scale. That's what it takes to be a startup. >> And that's almost the OG, original gangster, Vectra Capital model. >> That's correct. >> Agile, iterate your way to success. No craft, no scale. Just speed. Is the world going back to the old formula? >> It's going back to innovation. To technical innovation. Especially given that you have so many scale players. You can no longer just come in there as a startup. Money alone is not going to enable you to be successful. >> All right I want you to pay it forward for all the young people graduating. I just was at my daughter's Cal, Berkeley graduation yesterday. Although she wasn't in this class. Cal just graduated their inaugural first-generation class of data science. Databricks was involved in that, they donated a lot of software. They're very Cal oriented. People who graduate high school, elementary school, this is a new field. Not enough jobs. Berkeley, a leading institution, first class ever in data science. What skill gaps are out there that need to be filled that people could learn now to get ahead and get an advantage in the workforce? >> My view, John, it starts in middle school with math. If we could help our kids who are in middle school to get through algebra, studies have shown they will move on to undergrad and then many of them will move to graduate work. We've got to start early. Yeah, there's some simple fixes. Help people become coders, help people do other things. But the reality is >> If you can't get the algebra done you're not going to code. >> We have to solve the longer term problems. So when I think about jobs of the future, we've got to create people who are creative, but at the same time understand the basics. >> Math, stats, great stuff. Final question. Are you going to run a company again soon? >> So I get that question quite often. First of all, I love doing what I do today, which is kind of a lot of little stuff. I do miss running a company. But, as I've told a whole bunch of people, I have no desire to ever report to a board again. So unless I own 51% of that company, I will not be running a company. >> Well now you know the deal terms, anyone who's watching for an investment from Bruce partnering with them. Great stuff. What's missing? What's around the corner? What are people missing in the news these days in the trends? What's coming that's exciting that nobody's talking about? >> I think what's happening, and this happens each wave, there's been so much excitement about the movement from On-Premises to Cloud, about AI and machine learning, I don't think people really appreciate how early it is. That we're this much in to it and we've got a long ways to go. And the old workflows that are on-premise, the amount of advancement in artificial intelligence and machine learning has so far to go, that people need to be patient and continue to invest aggressively in what's going to transpire ten years from now, not six months from now. And then you add things like 5G, faster speed WiFi, that also is going to have this huge impact. >> Great insight, Bruce. Thanks for sharing that insight. Get the kids learning math in middle school, gateway to coding, gateway to graduate work. Next ten waves, lot of waves coming. Bruce, thanks for sharing the insight. Good to see you again. >> Thanks, John. It's a pleasure. >> CUBE coverage here in Informatica World 2019. I'm John Furrier with theCUBE. Thanks for watching. We'll be back with more after this short break. (funky music)

>> from the Silicon Angle Media Office in Boston, Massachusetts. It's the queue. Now here's your host. Still minimum. >> Hi, I'm student men and welcome to a special edition of Cube conversations here in our Boston area studio. Habito. Welcome to the program. First of all, to my right, a first time guests on the program Drew Clark, Who's the chief strategy officer? A click and welcome back to the program tomorrow on Carryon. Who's a senior vice president of enterprise data integration now with Click but new title to to the acquisition of Eternity. So thanks so much for joining us, gentlemen. >> Great to be here. >> All right, True, You know, to Nitti we've had on the program anytime we haven't click on the program, but maybe for audience just give us a quick level set on Click. And you know the acquisition, you know, is some exciting news. So let's start there and we'LL get into it. >> Sure, thanks. Teo and Click were a twenty five year old company and the business analytics space. A lot of people know about our products. Clint View, Click Sense. We have fifty thousand customers around the world and from large companies, too kind of small organizations. >> Yeah. Alright. Eso you No way. Talk a lot about data on our program. You know, I looked through some of the clique documentation. It resonated with me a bit because when we talk about digital transformation on our program, the key thing that different to the most between the old way of doing things the modern is I need to be data driven. They need to make my decision the the analytics piece of that s o it. Tomorrow, let's start there and talk about, you know, other than you know, that the logo on your card changes. You know what's the same? What's different going forward for you? >> Well, first, we were excited about that about this merger and the opportunity that we see in the market because there's a huge demand for data, presumably for doing new types of analytics business intelligence. They they's fueling the transformation. And part of the main challenge customers have organizations have is making more data available faster and putting it in the hands of the people who need it. So, on our part of the coming from eternity, we spend the last few years innovating and creating technology that they helped car organizations and modernize how they create new day. The architecture's to support faster data, more agility in terms ofthe enabling data for analytics. And now, together with Click, we can continue to expand that and then the end of the day, provide more data out to more people. >> S o. You know, Drew, it's interesting, you know that there's been no shortage of data out there. You know, we've for decades been talking about the data growth, but actually getting access store data. It's in silos more than ever. It's, you know, spread out all over the day. We say, you know, the challenge of our time is really building distributed architectures and data is really all over the place and, you know, customers. You know, their stats all over the places to how much a searchable how much is available. You know how much is usable? So, you know, explain a little bit, you know, kind of the challenge you're facing. And you know how you're helping move customers along that journey? >> Well, what you bring up stew is thie kind of the idea of kind of data and analytics for decision making and really, it's about that decision making to go faster, and you're going to get into that right kind of language into the right individuals. And we really believe in his concept of data literacy and data literacy was said, I think, well, between two professors who co authored a white paper. One professor was from M I t. The other one's from ever sin college, a communication school. Data literacy is the kind of the ability to read, understand, analyze and argue with data. And the more you can actually get that working inside an organization, the better you have from a decision making and the better competitive advantage you have your evening or wind, you're going to accomplish a mission. And now with what you said, the proliferation of data, it gets harder. And where do you find it? And you need it in real time, and that's where the acquisition of opportunity comes in. >> Okay, I need to ask a follow up on that. So when a favorite events I ever did with two other Emmett professors, yes, where Boston area. We're putting a lot >> of the >> mighty professors here, but any McAfee and Erik Nilsson talked about racing with the machine because, you know, it's so great, you know? You know who's the best chess player out there? Was it you know, the the human grandmaster, or was that the computer? And, you know, the studies were actually is if you put the grandmaster with the computer, they could actually beat either the best computer or the best person. So when you talk about, you know, the data and analytics everybody's looking at, you know, the guy in the ML pieces is like, OK, you know, how do these pieces go together? How does that fit into the data literacy piece? You know, the people and, you know, the machine learning >> well where you bring up is the idea of kind of augmenting the human, and we believe very much around a cognitive kind of interface of kind of the technology, the software with kind of a person and that decision making point. And so what you'LL see around our own kind of perspective is that we were part of a second generation be eye of like self service, and we've moved rapidly into this third generation, which is the cognitive kind of augmentation and the decision maker, right? And so you say this data literacy is arguing with data. Well, how do you argue and actually have the updated machine learning kind of recommendations? But it's still human making that decision. And that's an important kind of component of our kind of, like, our own kind of technology that we bring to the table. But with the two nitti, that's the data side needs to be there faster and more effective. >> Yeah. So, Itamar, please. You know Phyllis in on that. That data is the, you know, we would in big data, we talk about the three V's. So, you know, where are we today? How dowe I be ableto you know, get in leverage all of that data. >> So that's exactly where we've been focused over the last few years and worked with customers that were focused on building new data lakes, new data warehouses, looking at the clouds, building basically more than new foundations for enabling the organization to use way more data than every before. So it goes back to the volume at least one V out of the previous you mentioned. And the other one, of course, is the velocity. And how fast it is, and I've actually come to see that there are, in a sense, two dimensions velocity that come come together. One is how timely is the data you're using. And one of the big changes we're seeing in the market is that the user expectation and the business need for real time data is becoming ever more critical. If we used to talkto customers and talk about real time data because when they asked her data, they get a response very quickly. But it's last week's data. Well, that's not That doesn't cut it. So what we're seeing is that, first of all, the dimension of getting data that Israel Time Day that represents the data is it's currently second one is how quickly you can actually make that happen. So because business dynamics change match much faster now, this speed of change in the industry accelerates. Customers need the ability to put solutions together, make data available to answer business questions really faster. They cannot do it in the order ofthe month and years. They need to do it indoors off days, sometimes even hours. And that's where our solutions coming. >> Yeah, it's interesting. You know, my backgrounds. On the infrastructure side, I spent a lot of time in the cloud world. And, you know, you talk about, you know, health what we need for real time. Well, you know, used to be, you know, rolled out a server. You know, that took me in a week or month and a V m it reduced in time. Now we're, you know, containerized in communities world. And you know what? We're now talking much sort of time frame, and it's like, Oh, if you show me the way something was, you know, an hour ago. Oh, my gosh, That's not the way the world is. And I think, you know, for years we talked to the Duke world. You know what Israel time and how do I really define that? And the answer. We usually came up. It is getting the right information, you know, in the right place, into the right person. Or in the sales standpoint, it's like I need that information to save that client. They get what they need. So we still, you know, some of those terms, you know, scale in real time, short of require context. But you know what? Where does that fit into your customer discussions. >> Well, >> to part says, you bring up. You know, I think what you're saying is absolutely still true. You know, right? Data, right person, right time. It gets harder, though, with just the volumes of data. Where is it? How do you find it? How do you make sure that it's It's the the right pieces to the right place and you brought up the evolution of just the computer infrastructure and analytics likes to be close to the data. But if you have data everywhere, how do you make sure that part works? And we've been investing in a lot of our own Cloud Analytics infrastructure is now done on a micro services basis. So is running on Cuban eighties. Clusters it Khun work in whatever cloud compute infrastructure you want, be it Amazon or zur or Google or kind of your local kind of platform data centers. But you need that kind of small piece tied to the right kind of did on the side. And so that's where you see a great match between the two solutions and when you in the second part is the response from our customer's on DH after the acquisition was announced was tremendous. We II have more customer who works in a manufacturing space was I think this is exactly what I was looking to do from an analytic spaces I needed. Mohr did a real time and I was looking at a variety of solutions. She said, Thank you very much. You made my kind of life a little easier. I can narrow down Teo. One particular platform s so we have manufacturing companies. We have military kind of units and organizations. Teo Healthcare organizations. I've had just countless kind of feedback coming in along that same kind of questions. All >> right, Amaar, you know, for for for the eternity. Customers, What does this mean for them coming into the click family? >> Well, first of all, it means for them that we have a much broader opportunity to serve them. Click is a much, much bigger company. We have more resources. We can put a bear to both continuing enhance The opportunity. Offering is well as creating integrations with other products, such as collecting the click Data catalyst, which are click acquired several months ago. And there's a great synergy between those the products to the product and the collected a catalyst to provide a much more comprehensive, more an enterprise data integration platform, then beyond there to create, also see energies with other, uh, click analytic product. So again, while the click their integration platform consisting Opportunity and Click the catalyst will be independent and provide solutions for any data platform Analytic platform Cloud platform is it already does. Today we'LL continue to investigate. There's also opportunities to create unique see energies with some afar clicks technologies such as the associative Big Data Index and some others to provide more value, especially its scale. >> All right, eso drew, please expand on that a little bit if you can. There's so many pieces I know we're going to spend a little bit. I'm going deeper and some some of the other ones. But when you talk to your customers when you talk to your partners, what do you want to make sure there their key takeaways are >> right. So there is a couple of important points Itamar you made on the data integration platform, and so that's a combination of the eternity products plus the data catalysts, which was, you know, ca wired through podium data. Both of those kind of components are available and will continue to be available for our customers to use on whatever analytics platform. So we have customers who use the data for data science, and they want to work in our python and their own kind of machine learning or working with platforms like data robots. And they'LL be able to continue to do that with that same speed. They also could be using another kind of analytical visualization tool. And you know, we actually have a number of customers to do that, and we'LL continue to support that. So that's the first point, and I think you made up, which is the important one. The second is, while we do think there is some value with using Click Sense with the platform, and we've been investing on a platform called the Associative Big Data Index, and that sounds like a very complicated piece. But it's what we've done is taken are kind of unique kind of value. Proposition is an analytical company which is thehe, bility, toe work with data and ask questions of it and have the answers come to you very quickly is to be able to take that same associative experience, uh, that people use in our product and bring it down to the Data Lake. And that's where you start to see that same kind of what people love about click, view and click sense and brought into the Data Lake. And that's where Tamara was bringing up from a scale kind of perspective. So you have both kind of opportunities, >> Drew, and I really appreciate you sharing the importance of these coming together. We're going to spend some more time digging into the individual pieces there. I might be able to say, OK, are we passed the Data Lakes? Has it got to a data swamp or a data ocean? Because, you know, there are lots of sources of data and you know the like I always say Is that seems a little bit more pristine than the average environment. Eso But thank you so much and look forward to having more conversations with thanks to all right, you. And be sure to, uh, check out the cute dot net for all our videos on stew minimum. Thanks so much for watching

>> Q. At service now Knowledge fourteen is sponsored by service. Now here are your hosts, Dave Volonte and Jeff Frick. >> We're back. Sheila Jordan is here. She's the CEO of Symantec. We're live. This is the Cube. We're at service now. Knowledge fourteen at Mosconi in San Francisco. We're going to hear today, Wednesday and most of Thursday. So stop by. If you're at Mosconi, Mosconi south, Come in. Look to the right. Cuba's there. Stop by and say hello. Shelley. Welcome to the Cube. Thank you >> very much. Excited to be here. >> Yes, sir. You were across the street. I guess that, uh, the CEO event, right. What's what's the vibe like over there? Describe it. >> Well, I would say this about that three hundred or so CEOs and it really is fascinating because everyone's kind of discovering how important the clouds becoming and how relevant, Because becoming in the in the CIA world, it was years ago. It was more about if the clouds coming. And now it's here. And it's a question of CEOs of struggling whether answer, The question is, how does this really integrate with kind on from solutions? So, really, it's making the cloud more and more real. >> You know, it's interesting. Five years ago, if I asked the CIA about the clouds, you know, they would say It's another quiver in the another arrow in the quiver and you know we're looking at it. It's at its centre and some might say, Hey, we're not using the cloud, especially financial services. But practitioners would roll their eyes on the clouds. The clouds, I t. What do you mean? The cloud that cloud, the cloud that seems to have changed on the practitioner bases is more accepting of that notion of the cloud. What's changed? >> Well, I was a couple things. One is, I think, that when we used to kind of roll, our eyes were very concerned about the security of the cloud, for sure. And I think with the cloud providers have seen lots of improvements in the security angle. Nothing I'LL tell you is in it. We constantly get the pressure of delivering things faster and cheaper, and the cloud offers us that solution to be able to deliver things faster and cheaper, whether that's, you know, for your HR systems or whether that's for something of a solution. So promise Israel. We're beginning to see that, and I think they're really shoring up the security aspects of this. How >> does it change your roll? One of the changes that are sort of required from CEOs. Perspective. >> Yeah, I will say that I think that the CEO today is really focused on five big things mobile cloud structure and unstructured data. So the whole day to play as well as, you know, kind of your personal or professional identity. And then, of course, the final one is the Internet of everything. So Mohr devices coming into the enterprise. And I really think the thing that flows through those five things is two things. One is data that flows through that. So where the data is sourced from a cloud or on crime, the end user wants to have a similar experience whether we're the data source from and the second component is of course, you know how weak secure that. You know, The whole notion of security is becoming more and more critical that, you know, security things at the network layer is good, but in the end, device is good. But now we're being asked to really make sure that we're securing things across the entire enterprise stack. While everything's changing devices are changing, the sourcing is changing as well as you know now the new devices with the Internet of things. >> We do a lot of big data shows and it talks about the data is the new oil and, you know, the data centric organization. How real is that? It that Samantha? I mean, you've only been there three months, I know, but you know, least on your observations, just semantic. But generally in your community, how real is that? >> I think is very real. In fact, I would say that the job of the CEO is to protect the company's assets and to protect the data. And that's assumed that the employees assume that the CIA was going to do that. It's certainly become a bit more difficult, given cybercriminals are getting smarter and there's more hackers and more were ways to hack and, of course, the devices coming in. But I still think that the role of the CEO has to be to protect the country's assets. >> There's an interesting discussion we have. We actually do a conference in chief Data officer conference with them it in July, and the premise that Emmett has put forth is that chief data officer is a new role in the organization should be independent of the CIA, should appear of the CEO and have ownership over, you know, a lot of different. So the data assets the data taxonomy, data sources. It's still fuzzy where the lines are done. When you talkto a lot of the big data practitioners, they say, No way. That's the CEO's job. Um, have you thought about that much in terms of you need the datas are Are you the datas are? >> Yeah, I actually think you could, but especially, I think it depends on certain industries would make that more more >> realistic. Air Service is the regular. >> Actually think the chief information officer has information and data already, and I think that's a big part of our role. So whether it's a separate role or not, the coordination, the combination and reliance on each roll is really critical. >> So don't you have enough to do? Yes, well, now they wanted to innovate right way force of innovation. They want you to be a business partner of Value Creator outside of just the acid. So how does that all playing? Well, measure And >> that's why I guess it's so fun. We've always said that being an I t you gotta like change and being an I t for aninety company, you're really gonna like change. And I would say that it is What's exciting about the CIA role is yes, I can't authorize it simplistically, but it's around, run the business, changed the business and grow the business. And if historically, it might have been that CEOs were just about run the business, not anymore. CEOs are expecting us to run, change and grow. And we got to find solutions and technology cost effectively of how we can do that. >> And now you've got all these megatrends hitting you like a ton of bricks. Like you said, Cloud Mobile social. How's that kind of change the game in the last couple of years? >> Well, I thinkit's both exciting and daunting at the same time. I think it's exciting because it does open things up and again. Most of our employees are also our. All of our employees are consumers, so they're having this consumer like experience and they want to come into it and they want to come to work and now the same kind of experience. So I think it opens up a whole new way for us to deliver services. And one of the things we're working on in semantics is to create a services led organisation. What? We actually are delivering services. So your email services you're content service, your video service, your pricing service so that we can really deliver these services in a way that you have consumed the services as a consumer. >> So you used to be a mean still is most like tea shops. Talk about systems, you know? Sure, it's covered by claims system. That's where my investment is going. It's this big silo infrastructure built around. Do you see that changing? Where were the parlance, even changes to my services? This is my service catalog. Salome Charging for >> that. Yes, I do. Pretty sixteen pretty substantially. And we're implementing that kind of service is lead mentality. It's semantic now, and the reason is because the system of the applications is at some level kind of irrelevant. You know, you gotta replace systems and applications, but ultimately you don't want to replace the service customer. Our employees want to get used to having that video service. They really don't care anymore where it sourced from on from in the cloud, and they don't necessarily care about what technology was used to get there. They want their service. So I think as a ninety organization won by creating the services led organisation, you are really clear about how you're spending the dollars and really clear about how the transparency of the cost of those services and then really clear to your point. You know, I love to shop on the Internet as a consumer, and I'm so used to picking and clicking right. And so we want to deliver services that simply to the organization that people understand the service in the cost of the services. >> So did you see I love the whole concept of portfolio management, the application portfolio, run, the business, grow the business transformed business, the old meta group, you know, taxonomy. I love that and and And I could see I used to work with CEOs all the time, and they would actually use that and say, OK, we're just going to subjectively say, Here's my run. The business absence. My grows, the business grow. The business has transformed the business. We're going to allocate the portfolio accordingly. Do you look at your services catalogue the same way. And how does it where would you like to see it? It's It's very difficult to get out of that seventy thirty year, you know, because by definition, you're always running. Yes, you know so But how do you look at that? That mix and how do you What's your ideal mix? >> Well, it's very difficult because you do have to do kind of portfolio planning, but I do think with Cloud Solutions it offices offers us a different solution to be more cost effective and agile. So clearly you're gonna have some and run the business. But I'm not necessarily spending a lot of money on the actual infrastructure to take some on from solutions that we used to do. So the cost will be total cost of ownership. It should be less with some of the cloud services. That's the promise. So when I think about run, grow change, I know other sources like Gardner and Forrester will say that a large enterprise company spends sixty five seventy percent on run the business. Still, even though I've made all these advancements, we haven't aspirational goal. It's Samantha Guy t. I'm not sure we can get there because again it feeds. But if we could get to a point that we are really a third, a third a third, wouldn't it be cool if I could deliver two thirds of the spent on change and grow versus run? So it's aspirational, but I'm not giving you that. >> But you know what? So maybe maybe we're thinking about the wrong way, because maybe that's an impossible equation to solve. Maybe we should be looking. I wonder if you'd get your feedback on this just struck me. Maybe we should think about it like almost like product cycles. I remember one of the CEOs around here. We usedto be very proud of the fact that a product cycle intensive business said seventy percent of the products that we have, you know, on the seventy percent of our revenue is coming from products that we've announced in the last twelve months. Maybe that's how we should be looking out for, because by definition they're going to be more modern, more innovative, and with the services catalog approach, you may be able to do that. These are the services that we've launched in the last X number of months, we could look att consumption. Do you think that's ah, Reasonable, >> I think is actually interesting way to look at. And I would say that was some of the things that service now is actually introducing. You know, one of the things we want A ninety is just visibility. What service is being used if I had a rank them and them? Ranking and writing. Oh, they four stars, five stars. We want that visibility across organization and delete, delete, delete. The things are defective and that aren't working sometimes the nineteen. We don't know that or see that. So one of the things I think it's really important is with service now or any other solutions is that when we get that visibility, we could go back and say to the organization, Look for people using the service. You know, it's no longer effective as it used to be, less deleted and again that feeds into that cost savings will feed into run the business and growing >> Jr s getting rid of stuff. We never get rid of stuff. And I really that's my goal is value. We have to leave. You need to leave Well, That's interesting that you put a different twist on. We hear a lot about now the apus king, right? Everyone is about the at the at the AP line of business was to build your own app. But you're really putting the certain delivering. The APP is a service above explore application and knocking down the value of the particular app that delivers that service. >> Yeah, I am, for a couple reasons. First of all, not miso and a mobile device you're going to need your absolute All are addicted to our certain laps, for sure. But the reason why I think about that on the Enterprise is because a service is going to be ultimately comprised of the technology process and culture and people, right. So a nap in my mind still gets us to just the technology. When reality To make these service Israel and continue to optimize the services, you're gonna need the service owner. You got people in process to really optimize that service. So it's the super structure >> right above the to deliver the revised >> Yes, yes, and that's a really good point. I think in the past it is always and we always will be held the total cost of ownership. It's really, really, really critical that we show and be fully transparent of our cost. But I actually think with the new technology that's available and we're being expected by our CEO's is we have to deliver value as muchas cost value at a reduced cost or an approved cost. But I think the the conversation needs to continue to push. What's the value that technology can deliver? Not on ly the Kansai, and that's happening. >> We heard earlier today. Friend of yourself, Frank Ski? No, but he was talking about how you had, you know? So the traditional days you got application group, you got infrastructure group infrastructure does operations. They you know, they take the code and take it. You know, the employees at the application guys, you know, we all know the story. Now you see the devil ops culture you're seeing programmable infrastructure. Is that happening in your organization? You see those sort of two worlds defusing or morphing into the business and becoming a devil sculpture >> in pocket. So and say where we have those labs or where we have proof of concepts in pockets, Yes, hasn't been pervasively changed in the organization. Not quite yet. And I think a couple things One is we're in some ways just learning about kind of infrastructure as a service and how I can actually you push up a server and fifteen seconds or less type thing and provisions at server in fifteen seconds. So we're learning as an organization, the whole sum or is Asians are simply better than others, but we're learning on the whole infrastructure of the service. We're learning how we could deliver the applications as a service. So I think the next net and so we're using agile development things and scrums and things like that. But I think the next natural evolution is Dev Ops. Now, I would say that you gotta be kind of careful and where you play and push that because it's a holy learning. You gotta make sure the people challenge. You have been really? Yeah, skills and talents. But I do think it's the next next area, folks. >> So we'LL pick up on infrastructure is a service. We obviously you got the gold standard of of Amazon. Look at him. He's gonna go. Wow, That's pretty impressive what they've done do you look at that and say, OK, there's a big chunk stuff in the margins development that we should just put in tow that cloud Or do you say, why don't we duplicate that? Replicate that in house. Which approach do you think your organization? Well, >> for almost two reasons we're doing Private Cloud. You know, again, I want to be the biggest proof point of semantics products that I possibly can. So that means I have to be customer one toe are semantic products and test them out and make sure we're giving the feed back back to the semantic group. So we're building our private cloud inside semantic right now, which really will become that infrastructure as a service using the latest and greatest technology software to find networks, etcetera, that we're really going to get the whole stack that allows us to do that. And I will tell you that that where we are today versus what the vision is, it will actually leapfrog the foundation of what we're able to do with the company. >> Okay, so So you want essentially duplicate that and guess what You know, the public loud guys are doing That's very secure environment pressures on. Yes, Believe me, I know in time. So now now does that chance. Talking about skill sets before they change the type of people you need to bring in, you have to hire more PHDS way. >> Well, it's not really the species is the real technical talent that no, this new space. So again we had done a several years. Semitic has outsourced their I t organization. And as we bring that in, we gotta make sure and bring in the right skills that supports the new technology. >> So also, outsourcing ended up being, you know, sort of my mess for less, and then it ended up not being less so. You know, a lot of guys have brought that back in, but okay, so you sort of replicated, tryto, tryto leapfrog that capability. Do you become a a profit center? >> Oh, I think it's dangerous. I think it's a real slippery slope if it becomes a profit center. And the reason I say that, it's because I think our focus and our number one job is to really deliver an optimal excellent experience for employees while providing again being in it for ninety company. I think our job is to make sure we deliver the best experience we can while showcasing our products internally and testing and using them. The second you have another motive or another driver, I think it takes the eye. >> So I kind of agree with you. I mean, I do what I don't In the one hand, if you were to sell your services externally than I gave him that, I would disagree, Right? But because you've got a captive audience, you saying you would basically monopolistic power, corrupt, like all monopoly, we >> can certainly come up with what I've pushed suggested my team is way can come up with a whole bunch of ideas of how to improve the product. Or maybe there's a gap in our product strategy that we can suggest to the business unit. So I think in that case, as we come up with and we are the number one customer of our products, that we have ways to enhance it before the product goes to market or opens up another opportunity. Our business unit leaders are really open >> Now. What about chargebacks? Okay, so you're not going profit center. What about chargebacks? >> You know, another thing that I think is a pretty slippery slope. You know cross charging charge bags. It's a complex overhead that ifyou're one company, why do you add that I'm a real a real simple person, and I just like it simple and easy as someone hold accountable and >> companies don't do it, they fif. Fifteen percent of companies will do charge back. It sort of stuck there >> a lot of a lot of over a lot. Yeah, and I'd rather drive accountability into the person that's delivering the service has accountability to do that. It's cost effectively as possible. >> So, Sheila, on the Five Things you mentioned, one of them was your your personality. Well, it was a personal thing I know is you went to a very quickly. >> I'm sorry. So five big trends that I see happening from a knight from a trending perspective in the industry that CIA is really going to need to be thinking about it. And they have already This isn't new, but I do think the five together is pretty powerful. It's of course, mobility, right? It's cloud all the cloud services. Third is around data. So both unstructured and structure data coming together. And of course, I think Nirvana on that one is when unstructured data could be fed into part of the decision. Making like structure data is right. That's going interesting. The fourth is the convergence of personal professional identities. So people are coming into the organization with their mobile phones and they want one phone. They want one device. So how does it professionals and what's the right solution for different industries merged, or at least containerized, whichever one you want to do? The personal versus professional identities and in the last one is, of course, mobility is one thing. But all this explosion of other devices >> get me on the mobile, >> right? And so and then what? Lose all that together is data and, of course, security way have to make sure all that secured as we traverse all those different trends. >> Actually, we're here. Where do you report into the organization >> by reporter Seo Stevens? Let >> Seo. Okay, so let's say Stephen's doing your performance review. You know, when you came on its okay, these air, your objectives if you maybe, you know, you guys write it together. What a Your objectives for the next twelve months. >> Yeah, so it's interesting times, it's semantic, and I would say that we've agreed that it is been there now sixty days so over. Greed is really this. Insourcing is a pretty big effort initiative and especially around how we can stand up our own data center, our own network, all the others ligation migration. It's a pretty big effort. The other part, I would tell you, is pretty important for semantic right now. Is the global Security Office reports to me as well, so understanding the security risks and making sure that we really do have have understood and really being thought, leadership in the security space. That's kind of number two. And I would say, in general the overall services lead how we change the structure of the organization, the number three >> and and I would imagine here on early consumer of a lot of the semantics security product. >> Yes, they are. >> So you must be pretty important. Constituent throttle groups have a lot of a lot of juice with those guys. It >> that's part of the job it's really, really fun is when we could actually provide some important feedback on their products and see it see it built into the road map. It gets quite exciting >> So how you know, we heard again Frank this morning saying, Look, see, I always gotta know as much about the business is business people do. That's that's a tall order, especially in a company the size of a semantic. But do you buy that? At least in part on How do you How do you develop that knowledge? >> Well, I would say that, you know, first of all, yes, I buy into it. I really do think and again it goes back to being in it for ninety company Being there customer you have. You have a pretty big seat at the table, and I think it's really important that you're not only giving advice and counsel on, you know, the product strategy and where we think there could be potential gaps and where things could be improved. But you also have to tell someone you know what that price old or we don't want to use that anymore or show some of the some of the inefficiencies in the product. So I think one is being absolutely tied to the product strategy, and having a voice in the product strategy is really critical. And again, I think, given that you represent the customer base at that table is also quite exciting. >> You go to sales meeting. >> I'm actually not yet sixty days, but we actually have a big customer meeting coming up next week which I'll be attending. >> Yeah. I mean, that's a great way to learn about the products and the challenges. >> Yes, that too. And I love talking to the customers in my previous rules, like talkto the customers in line. >> So they talk about the evolution of the rules, Theo in the not tech company, um, and change of tech as a competitive different theater in York Disney for you before Cisco Ice Arlington. So how is that changing >> lights? They Actually, it's kind of similar challenges in being an I t. For the tech company. You really are kind of tied to the product of being an instrumental influence in the product strategy. That's one in a non tech company. You are challenged with this whole notion. Well, that's what I get as a consumer. So I still even thinking a non titan technology company when they come to work and they have a less technical experience in the user. Experience is less than one way to get at home. I think consumers in general are just getting smarter and smarter. Smarter about I have that that email storage ten acts that at home I have my mobile device that were You know, all these things that were experienced as consumers is coming into all the industries in that expectation of I wanna work differently is just that you get on company >> with no appreciation of what it means even more just the magic in the Magic Kingdom about that conversation we had before. I mean, is the gold toe really replicate that or just get good enough? You know, I think you know Microsoft. There we say suffers Good enough. They made a ton of money and good enough business because can you get there because you're talking about scale of Amazon and Google and Facebook and Microsoft? So do you have to be just good enough? Where do you have to be? Good as good or better? You said leapfrog back, or that was that was notable. >> Gonna leapfrog our data center structure data center strategy. What I think is I do think in delivering a servant out has two teenage children in college, and they sometimes wonder. You know why work is that both now manage the enterprise, and they can't quite figure out talking to interns at work. They can't figure out why they don't have. This is twenty twenty one. Yes, I can't quite figure out why the experiences the same. And when I told my children as well as the intern Group, I says, Listen, work is a bit more complicated than face the pictures and status, you know, work really is. And as a nineteen professional, you have this obligation and responsibility to protect the company's assets. So, no, do I ever want to get to a point that it's as easy as Facebook? What do I ever want to get to a point that you know, pictures on instagram and things like that? It's not practical to put that in the enterprise. Do I want to get to a point that their applications that they use on a daily basis and we're driving a sales sales forecast and it's really important that timely and decision making of that as an app on their phone? Yes, I do. >> And it's self serving self service mobile. >> So yes, I think we have to be really careful and really explicit about what app. So the right APS for work and what happens to the ones that you know are just too much risk >> that this expectation set in communications and all the stuff that new CEO has really got a good act with a head of steam. It's good crystal. All right? Shall we gotta leave it there? Thanks very much for coming with >> me as well. Thank >> you. Thank you. All right, but keep it right there. We'LL be back to wrap up Day one from service now. Knowledge, We're live. This's the Cube right back.

>> No. Yeah. Wait. >> Hi, everyone, and welcome to the big data. Deep Dive with the Cube on AMC TV. I'm Richard Schlessinger, and I'm here with tech industry entrepreneur and wicked bond analyst Dave Volonte and Silicon Angle CEO and editor in chief John Furrier. For this last segment in our show, we're talking about the future of big data and there aren't two better guys to talk about that you and glad that you guys were here. Let me sort of tee up the this conversation a little bit with a video that we did. Because the results of big data leveraging are only as good as the data itself. There has to be trust that the data is true and accurate and as unbiased as possible. So AMC TV addressed that issue, and we're just trying to sort of keep the dialogue going with this spot. >> We live in a world that is in a constant state of transformation, political natural transformation that has many faces, many consequences. A world overflowing with information with the potential to improve the lives of millions with prospects of nations with generations in the balance way are awakening to the power of big data way trust and together transform our future. >> So, Gentlemen Trust, without that, where are we and how big of an issue is that in the world of big data? Well, you know, the old saying garbage in garbage out in the old days, the single version of the truth was what you were after with data warehousing. And people say that we're further away from a single version of the truth. Now with all this data. But the reality is with big data and these new algorithms you, khun algorithmic Lee, weed out the false positives, get rid of the bad data and mathematically get to the good data a lot faster than you could before. Without a lot of processes around it. The machines can do it for you. So, John, while we were watching that video, you murmured something about how this is the biggest issue. This is cutting edge stuff. This is what I mean. >> Trust, trust issues and trust the trust equation. Right now it is still unknown. It's evolving fast. You see it with social networks, Stevens go viral on the internet and and we live in a system now with mobility and cloud things. Air scaling infinitely, you know, these days and so good day two scales, big and bad data scales being so whether it's a rumor on you here and this is viral or the data data, trust is the most important issue, and sometimes big data can be creepy. So a. This really, really important area. People are watching it on DH. Trust is the most important thing. >> But, you know, you have to earn trust, and we're still sort of at the beginning of this thing. So what has to happen to make sure that you know you don't get the garbage in, so you get the garbage. >> It's iterative and and we're seeing a lot of pilot projects. And then those pilot projects get reworked, and then they spawn into new projects. And so it's an evolution. And as I've said many, many times, it's very early we've talked about, were just barely scratching the surface here. >> It's evolving, too, and the nature of the data is needs to be questioned as well. So what kind of data? For instance, if you don't authorize your data to be viewed, there's all kinds of technical issues around. >> That's one side of it, But the other side of it, I mean, they're bad people out there who would try to influence, Uh, you know what? Whatever conclusions were being drawn by big data programs, >> especially when you think about big data sources. So companies start with their internal data, and they know that pretty well. They know where the warts are. They know how to manipulate. It's when they start bringing in outside data that this gets a lot fuzzier. >> Yeah, it's a problem. And security talk to a guy not long ago who thought that big data could be used to protect big data, that you could use big data techniques to detect anomalies in data that's coming into the system, which is poetic if nothing else, that guys think data has told me that that that's totally happened. It's a good solution. I want to move on because way really want to talk about how this stuff is going to be used. Assuming that these trust issues can be solved on and you know, the best minds in the world are working on this issue to try to figure out how to best, you know, leverage the data, we all produce, which has been measured at five exabytes every two days. You know, somebody made an analogy with, like something. If a bite was a paper clip and you stretched five exabytes worth of paper clips, they would go to the moon or whatever. Anyway, it's a lot of bike. It's a lot of actually, I think that's a lot of fun and back way too many times one hundred thousand times I lost track of my paper. But anyway, the best minds are trying to figure out, you know, howto, you know, maximize that the value that data. And they're doing that not far from here where we sit. Uh, Emmett in a place called C Sale, which was just recently set up, See Sail stands for the computer signs, an artificial intelligence lab. So we went there not long ago. It's just, you know, down the Mass. Pike was an easy trip, and this is what we found. It's fascinating >> Everybody's obviously talking about big data all the time, and you hear it gets used to mean all different types of things. So he thinks we're trying to do in the big data. Is he? Still program is to understand what are the different types of big data that exists in the world? And how do we help people to understand what different problems or fall under the the overall umbrella of big data? She sells the largest interdepartmental laboratory and mitt, so there's about one hundred principal investigators. So that's faculty and sort of senior research scientists. About nine hundred students who are involved, >> basically with big data, almost anything to do with it has to be in a much larger scale than we're used to, and the way it changes that equation is you have to You have to have the hardware and software to do the things you're used to doing. You have to meet them of comedy's a larger size a much larger size >> of times. When people talk about big data, they, I mean, not so much the volume of the data, but that the data, for example, is too complex for their existing data. Processing system to be able to deal with it. So it's I've got information from Social network from Twitter. I've got your information from a person's mobile phone. Maybe I've got information about retail records. Transactions hole Very diverse set of things that need to be combined together. What this clear? It says this is If you added this, credit it to your query, you would remove the dots that you selected. That's part of what we're trying to do here. And big data is he sail on. Our big data effort in general at MIT is toe build a set of software tools that allow people to take all these different data sets, combine them together, asked questions and run algorithms on top of them that allowed him to extracting sight. >> I'm working with it was dragged by NASA, but the purpose of my work right now is Tio Tio. Take data sets within Davis's, and instead of carrying them for table results, you query them, get visualizations. So instead of looking at large sets of numbers and text him or not, you get a picture and gave the motivation Behind that is that humans are really good into pretty pictures. They're not so that interpreting huge tables with big data, that's a really big issue. So this will have scientists tio visualize their data sets more quickly so they can start exploring And, uh, just looking at it faster, because with big data, it's a challenge to be able to visualize an exploiter data. >> I'm here just to proclaim what you already know, which is that the hour of big data has arrived in Massachusetts, and >> it's a very, very exciting time. So Governor Patrick was here just a few weeks ago to announce the Mass Big Data Initiative. And really, I think what he recognizes and is partly what we recognize here is that there's a expertise in the state of Massachusetts in areas that are related to big data, partly because of companies like AMC, as well as a number of other companies in this sort of database analytic space, CMC is a partner in our big data detail, initiatives and big data and See Sale is industry focused initiative that brings companies together to work with Emmet T. Think about it. Big data problems help to understand what big data means for the companies and also to allow the companies to give feedback. Tow us about one of the most important problems for them to be working on and potentially expose our students and give access to these companies to our students. >> I think the future will tell us, and that's hard to say right now, because way haven't done a lot of thinking, and I was interpreting and Big Data Way haven't reached our potential yet, and I just there's just so many things that we can't see right now. >> So one of the things that people tell us that are involved in big data is they have trouble finding the skill sets the data. Science can pick capability and capacity. And so seeing videos like this one of them, it is a new breed of students coming out there. They're growing up in this big data world, and that's critical to keep the big data pipeline flowing. And Jon, you and I have spent a lot of time in the East Coast looking at some of the big data cos it's almost a renaissance for Massachusetts in Cambridge and very exciting to see. Obviously, there's a lot going on the West Coast as well. Yeah, I mean, I'll say, I'm impressed with Emmett and around M I. T. In Cambridge is exploding with young, young new guns coming out of there. The new rock stars, if you will. But in California we're headquartered in Palo Alto. You know we in a chance that we go up close to Google Facebook and Jeff Hammer backer, who will show a video in a second that I interview with him and had dupe some. But he was the first guy a date at Facebook to build the data platform, which now has completely changed Facebook and made it what it is. He's also the co founder of Cloudera The Leader and Had Duke, which we've talked about, and he's the poster child, in my opinion of a data scientist. He's a math geek, but he understands the world problems. It's not just a tech thing. It's a bigger picture. I think that's key. I mean, he knows. He knows that you have to apply this stuff so and the passion that he has. This video from Jeff Hammer Bacher, cofounder of Cloud Ear, Watches Video. But and then the thing walk away is that big data is for everyone, and it's about having the passion. >> Wait. Wait. >> Palmer Bacher Data scientists from Cloudera Cofounder Hacking data Twitter handle Welcome to the Cube. >> Thank you. >> So you're known in the industry? I'LL see. Everyone knows you on Twitter. Young Cora heavily follow you there at Facebook. You built the data platform for Facebook. One of the guys mean guys. They're hacking the data over Facebook. Look what happened, right? I mean, the tsunami that Facebook has this amazing co founder Cloudera. You saw the vision on Rommedahl always quotes on the Cube. We've seen the future. No one knows it yet. That was a year and a half ago. Now everyone knows it. So do you feel about that? Is the co founder Cloudera forty million thousand? Funding validation again? More validation. How do you feel? >> Yeah, sure, it's exciting. I think of you as data volumes have grown and as the complexity of data that is collected, collected and analyzed as increase your novel software architectures have emerged on. I think what I'm most excited about is the fact that that software is open source and we're playing a key role in driving where that software is going. And, you know, I think what I'm most excited about. On top of that is the commodification of that software. You know, I'm tired of talking about the container in which you put your data. I think a lot of the creativity is happening in the data collection integration on preparation stage. Esso, I think. You know, there was ah tremendous focus over the past several decades on the modeling aspect of data way really increase the sophistication of our understanding, you know, classification and regression and optimization. And all off the hard court model and it gets done. And now we're seeing Okay, we've got these great tools to use at the end of the pipe. Eso Now, how do we get more data pushed through those those modeling algorithm? So there's a lot of innovative work. So we're thinking at the time how you make money at this or did you just say, Well, let's just go solve the problem and good things will happen. It was it was a lot more the ladder. You know, I didn't leave Facebook to start a company. I just left Facebook because I was ready to do something new. And I knew this was a huge movement and I felt that, you know, it was very gnashing and unfinished a software infrastructure. So when the opportunity Cloudera came along, I really jumped on it. And I've been absolutely blown away by the commercial success we've had s o. I didn't I certainly didn't set out with a master plan about how to extract value from this. My master plan has always been to really drive her duped into the background of enterprise infrastructure. I really wanted to be as obvious of a choice as Lennox and you See you, you're We've talked a lot at this conference and others about, you know, do moving from with fringe to the mainstream commercial enterprises. And all those guys are looking at night J. P. Morgan Chase. Today we're building competitive advantage. We're saving money, those guys, to have a master plan to make money. Does that change the dynamic of what you do on a day to day basis, or is that really exciting to you? Is an entrepreneur? Oh, yeah, for sure. It's exciting. And what we're trying to do is facilitate their master plan, right? Like we wanted way. Want to identify the commonalities and everyone's master plan and then commoditize it so they can avoid the undifferentiated heavy lifting that Jeff Bezos points out. You know where you know? No one should be required, Teo to invest tremendous amounts of money in their container anymore, right? They should really be identifying novel data sources, new algorithms to manipulate that data, the smartest people for using that data. And that's where they should be building their competitive advantage on. We really feel that, you know, we know where the market's going on. We're very confident, our product strategy. And I think over the next few years, you know, you guys are gonna be pretty excited about the stuff we're building, because I know that I'm personally very excited. And yet we're very excited about the competition because number one more people building open source software has never made me angry. >> Yeah, so So, you know, that's kind of market place. So, you know, we're talking about data science building and data science teams. So first tell us Gerald feeling today to science about that. What you're doing that, Todd here, around data science on your team and your goals. And what is a data scientist? I mean, this is not, You know, it's a D B A for her. Do you know what you know, sheriff? Sure. So what's going on? >> Yeah, So, you know, to kind of reflect on the genesis of the term. You know, when we were building out the data team at Facebook, we kind of two classes of analysts. We had data analysts who are more traditional business intelligence. You know, building can reports, performing data, retrieval, queries, doing, you know, lightweight analytics. And then we had research scientists who are often phds and things like sociology or economics or psychology. And they were doing much more of the deep dive, longitudinal, complex modeling exercises. And I really wanted to combine those two things I didn't want to have. Those two folks be separate in the same way that we combined engineering and operations on our date infrastructure group. So I literally just took data analyst and research scientists and put them together and called it data scientist s O. So that's kind of the the origin of the title on then how that's translating what we do at Clyde era. So I've recently hired to folks into a a burgeoning data science group Cloudera. So the way we see the market evolving is that you know the infrastructure is going to be commoditized. Yes, mindset >> to really be a data scientists, and you know what is way should be thinking about it. And there's no real manual. Most people aboard that math skills, economic kinds of disciplines you mentioned. What should someone prepared themselves? How did they? How does someone wanna hire data scientist had, I think form? Yeah, kinds of things. >> Well, I tend to, you know, I played a lot of sports growing up, and there's this phrase of being a gym rat, which is someone who's always in the gym just practicing. Whatever support is that they love. And I find that most data scientists or sort of data rats, they're always there, always going out for having any data. So you're there's a genuine curiosity about seeing what's happening and data that you really can't teach. But in terms of the skills that are required, I didn't really find anyone background to be perfect. Eso actually put together a course at University California, Berkeley, and taught it this spring called Introduction to Data Science, and I'm teaching and teaching it again this coming spring, and they're actually gonna put it into the core curriculum. Uh, in the fall of next year for computer science. >> Right, Jack Harmer. Bakar. Thanks so much for that insight. Great epic talk here on the Cube. Another another epic conversations share with the world Live. Congratulations on the funding. Another forty months. It's great validation. Been congratulations for essentially being part of data science and finding that whole movement Facebook. And and now, with Amaar Awadallah and the team that cloud there, you contend a great job. So congratulations present on all the competition keeping you keeping a fast capitalism, right? Right. Thank >> you. But it's >> okay. It's great, isn't it? That with all these great minds working in this industry, they still can't. We're so early in this that they still can't really define what a data scientist is. Well, what does talk about an industry and its infancy? That's what's so exciting. Everyone has a different definition of what it is, and that that what that means is is that it's everyone I think. Data science represents the new everybody. It could be a housewife. It could be a homemaker to on eighth grader. It doesn't matter if you see an insight and you see something that could be solved. Date is out there, and I think that's the future. And Jeff Hamel could talked about spending all this time and technology with undifferentiated heavy lifting. And I'm excited that we are moving beyond that into essentially the human part of Big Data. And it's going to have a huge impact, as we talked about before on the productivity of organizations and potentially productivity of lives. I mean, look at what we've talked about this this afternoon. We've talked about predicting volcanoes. We've talked about, you know, the medical issues. We've talked about pretty much every aspect of life, and I guess that's really the message of this industry now is that the folks who were managing big data are looking too change pretty much every aspect of life. This is the biggest inflexion point in history of technology that I've ever seen in the sense that it truly affects everything and the data that's generated in the data that machine's generate the data that humans generate, data that forest generate things like everything is generating data. So this's a time where we can actually instrument it. So this is why this massive disruption, this area and disruption We should say the uninitiated is a good thing in this business. Well, creation, entrepreneurship, copies of being found it It's got a great opportunity. Well, I appreciate your time, I unfortunately I think that's going to wrap it up for our big date. A deep dive. John and Dave the Cube guys have been great. I really appreciate you showing up here and, you know, just lending your insights and expertise and all that on DH. I want to thank you the audience for joining us. So you should stay tuned for the ongoing conversation on the Cube and to emcee TV to be informed, inspired and hopefully engaged. I'm Richard Schlessinger. Thank you very much for joining us.